This paper investigates Critical Success Factors that affect the performance of organisations involved in Medical Technology supply chains (MTSCs) in Germany. The Medical Technology sector in Germany is considered an innovative, fast-growing and promising industry, being third behind the USA and China as the biggest market in the world, worth 29.9 billion euros in 2017. MTSCs in this country are under pressure from health service funding and cheaper imports, primarily from China. Consequently, supply chain success is of high importance and OEM operational improvements are critical. This exploratory study involved a multiple case study approach where 15 OEMs within German MTSCs were investigated. Following within-case and cross-case analysis, empirical results led to the development of testable propositions, which constitute a foundation for further research investigation. The findings show that there are six, prioritised Critical Success Factors for MTSCs that include sales and operations planning, product development process, and quality and compliance. These findings challenge existing assumptions about Critical Success Factors within MTSCs, providing practitioners with strategies showing that re-prioritised CSFs should improve operational performance of OEMs. Keywords Critical Success Factors, Supply Chain Management, Medical Technology, Case study.from a source to the customer". There are three major players in the Medical Technology supply chain: producers (product manufacturers), purchasers (group purchasing organisations, or GPOs, and wholesalers/distributors), and health care providers (hospital systems and integrated delivery networks, or IDNs) (Burns et al, 2002). The manufacturers (producers) in the supply chain can be broadly classified into three groups namely, pharmaceutical, medicalsurgical, and device manufacturers, the latter being the object of this study. Their products are then purchased by group purchasing organisations (GPO), wholesalers, distributors and in some cases independent contractors and delivered to providers like hospitals, IDNs, physicians (individual clinics) and pharmacies. Customers (payers) in this supply chain are local governments, employers, and individuals. They pay the providers through fiscal intermediaries like insurers, health maintenance organisations (HMOs) and pharmacy-benefit managers. Figure 1: Healthcare value chain (Burns et al, 2002)Smith et al (2012) provides a detailed view of the medical devices supply chain, in which the main product flows between the key players are clearly represented (see Figure 2), underlining the heavy influence of intermediaries or third-party players.